藝企合作的異業結盟與行銷模式創新─以富邦金融之粉樂町展演活動為例 The Marketing Model Innovation and Crossover Strategic Alliance of Art and Business in The Case Study of Taiwan Fubon Very Fun Park

Date
2014
Authors
吳元筱
Yuan-Hsiao Wu
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Abstract
近年來全球文化創意產業快速發展,於2002年我國政府正式將「文化創意產業」列至「挑戰2008:國家重點發展計畫」中,這是我國首次將抽象的文化軟體視為國家建設重大工程。政府的提倡鼓勵,讓國內吹起藝文風潮,與此同時,「體驗行銷」、「異業結盟」正成為時下行銷新興手法,而企業的角色也不可同日而語。近年來,企業的價值觀已從重視商品行銷與利潤角度轉變為提升形象,「取之於社會,用之於社會」再也不是一句偽善的口號,國內企業整體行銷活動出現股蓬勃、清新景象,開始重視「企業社會責任」,並且越來越多企業結合時下藝文風氣作為履行企業社會責任的方式。 好的藝術與企業合作能讓藝文方與企業相輔相成、形成雙贏的局面,同時減輕政府負擔,唯國內藝文環境尚未成熟,藝企合作模式仍停留在單向贊助的模式,因此本研究期望能略盡棉薄之力,藉由探討藝企合作的異業結盟與行銷模式創新,帶來正向影響與成長,也讓台北能向2016年世界設計之都更邁進。 在個案選擇上,本研究選擇有多年藝企合作經驗、同時其模式受到海內外肯定、獲獎無數的富邦粉樂町活動,其具以下獨特性:一、粉樂町是少數由企業基金會自行擔任策展活動單位之藝文活動,截至2013年為止已有八屆的成功經驗可參考。二、打破藩籬,促使藝術走出美術館與博物館,立下在生活場域中展演藝術之先例與成功典範;曾因其展演形式獨特而受邀至香港與澳洲展出。三、藝術無國界;粉樂町除了本身曾赴香港、澳洲、上海、北京參展,本身參與其中的藝術創作者,也來自海內外,不乏國際創作者。四、粉樂町同時也是少數含括異業結盟策略的藝文活動。 本研究結論顯示,藝企合作模式想要創新,企業必須要能夠扮演「平台」的角色,而想在藝企合作中扮演「平台」角色,必須具備以下能力:一、能被信任的能力;二、能將無形之效能轉換成有形的數據;三、專業能力與公信力;四、現金流能力;五、超越美術館與博物館的選件、裝置、應變、維護以及整合行銷的能力;六、教育力。此外,我們可再由策略、執行雙面向進一步分析歸納出藝企合作行銷模式創新所需的兩項關鍵能力:1.生活感知力、2.合作策展的能力。
The term of cultural and creative industries has been circulating in economy development of countries for many years and has recently been focused by Taiwanese government as a significant framework to approach. As government’s advocacy of art and culture, the industry has become a popular trend. Meanwhile, related development of experiential marketing and crossover strategic alliance is rapidly increasing. Furthermore, the role of enterprises has changed. Instead of focusing on profit, enterprises contribute to the society to implement corporate social responsibility (CSR). It is believed that a strategy model compounded of Art and Business (A&B) would make a win-win situation between the government and enterprises, such as decreasung burdens of government. However, the developing environment of art and culture is not mature; hence the model of A&B is still conducted in unidirectional sponsorship. Therefore, this thesis is to bring positive effect and advance on development of the domestic art and business (A&B), and hopefully assist Taipei City a step forward towards The World Design Capital (WDC) in 2016. This thesis conducts in-depth-interviews and secondary analysis to explore the exhibition of A&B model of Fubon Very Fun Park. It has the following uniqueness. Firstly, the eighth has been cultural exhibitions planned and hold by a private enterprises foundation which is rarely seen in Taiwan’s current cultural circumstance. Secondly, it is not just a model of successful exhibition model but also a precedent of living art performances. Thirdly, the art performance has no boundary. Many famous art creators came from overseas to join this exhibition and gave positive feedbacks. Finally, this cultural activity combines the concept of crossover strategic alliance, verifies the innovation principle of C.K. Prahalad, and discusses the challenges in the future trend of A&B. The conclusions of this study present that enterprises should become a “platform” in order to innovate the model of A&B. Moreover, enterprises should have following capabilities as a platform. 1. Trust by society; 2. Ability to convert invisible performance to visible data; 3. Credibility and Expertise; 4. Cash flow capacity; 5. Abilities of equipment maintenance, and integrated marketing should beyond art gallery and museum; 6. Influence of education. Finally, the thesis summarizes two keycapabilities in terms of strategy and execution aspects: 1. Ability to sense the beauty of life; 2. Ability to co-curate.
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Keywords
藝企合作, 普哈拉創新法則, 異業結盟, 行銷模式創新, 粉樂町, Art & Business, C.K. Prahalad’s new age of innovation, Crossover strategic alliance, Innovation of marketing model, Very Fun Park
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